Exploring the Influence of Team Emotional Intelligence on How Virtual Teams Handle Differences / Karen L Bicking.

Format:

Book

Thesis/Dissertation

Author/Creator:

Bicking, Karen L., author.

Contributor:

Ravitch, Sharon, degree supervisor.

Wolff, Steven, degree committee member.

Kaminstein, Dana, degree committee member.

University of Pennsylvania. Chief Learning Officer, degree granting institution.

Language:

English

Subjects (All):

Organizational behavior.

Chief Learning Officer--Penn dissertations.

Penn dissertations--Chief Learning Officer.

Local Subjects:

Organizational behavior.

Chief Learning Officer--Penn dissertations.

Penn dissertations--Chief Learning Officer.

Genre:

Academic theses.

Physical Description:

1 online resource (180 pages)

Contained In:

Dissertation Abstracts International 79-02A(E).

Place of Publication:

[Philadelphia, Pennsylvania]: University of Pennsylvania ; Ann Arbor : ProQuest Dissertations & Theses, 2017.

Language Note:

English

System Details:

Mode of access: World Wide Web.

text file

Summary:

Advancement in technologies, including communications, makes virtual work a possibility for many. Although abundant research on team dynamics exists and research on virtual teams is growing, a considerable volume of existing empirical data on virtual teams is conducted in laboratory settings using temporary teams, often at MBA or undergraduate levels. In addition, very few of these studies discuss how conflict is handled in a virtual team. Discovering how virtual teams deal with differences and conflicts will advance our understanding of these crucial issues. This mixed-methods study included surveys, semi-structured interviews, and ethnographic observation and field notes. Data was collected from 31 virtual teams. This study discovered that teams with higher team emotional intelligence approach differences by perspective taking, information sharing, and monitoring and adjusting of team behaviors. Virtual teams with lower team emotional intelligence are more likely to view each other as competitors and have a tendency to avoid conflict and vent without resolution. In addition, teams who meet regularly have more open communications, which enables a collaborative approach to conflict management.

Notes:

Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.

Advisors: Sharon Ravitch; Committee members: Dana Kaminstein; Steven Wolff.

Department: Chief Learning Officer.

Ed.D. University of Pennsylvania 2017.

Local Notes:

School code: 0175

ISBN:

9780355219166

Access Restriction:

Restricted for use by site license.